發(fā)布時(shí)間：2018-02-14 09:41

  本文關(guān)鍵詞： 項(xiàng)目管理 PMBOK 標(biāo)準(zhǔn)化 標(biāo)準(zhǔn)化體系　出處：《湖南工業(yè)大學(xué)》2014年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：隨著建筑業(yè)和房地產(chǎn)業(yè)的發(fā)展，我國(guó)園林綠化企業(yè)如雨后春筍般涌現(xiàn)出來(lái)。園林綠化企業(yè)的發(fā)展為居民生活環(huán)境的改善作出了巨大的貢獻(xiàn)。但是由于起步較晚，我國(guó)園林綠化企業(yè)的項(xiàng)目管理水平并沒(méi)有跟上，大部分園林綠化工程項(xiàng)目的管理主要以經(jīng)驗(yàn)管理為主，并沒(méi)有系統(tǒng)科學(xué)的管理體系作為支撐，管理方法比較粗放。由于市場(chǎng)需求的激增以及市場(chǎng)競(jìng)爭(zhēng)的不斷激烈，這種粗放型的管理模式已經(jīng)不能夠企業(yè)進(jìn)一步發(fā)展的需求，所以企業(yè)亟需建立一套科學(xué)、全面、有效的項(xiàng)目管理體系，加強(qiáng)項(xiàng)目的管理，提高企業(yè)的競(jìng)爭(zhēng)力，從而使企業(yè)能夠在新的形勢(shì)下，獲得更大的發(fā)展空間。文章就是在標(biāo)準(zhǔn)化視角下對(duì)株洲湘銀園林綠化工程公司項(xiàng)目管理進(jìn)行研究，為其建立一套項(xiàng)目管理標(biāo)準(zhǔn)化體系，希望解決公司項(xiàng)目管理中存在的問(wèn)題，也為我國(guó)園林綠化企業(yè)項(xiàng)目管理提供一些參考和建議。 文章首先對(duì)項(xiàng)目管理標(biāo)準(zhǔn)化的含義、內(nèi)容和作用進(jìn)行了闡述，，并重點(diǎn)回顧PMBOK、ISO10006、NCSPN、PRINCE2、ICB五種國(guó)際通用的項(xiàng)目管理標(biāo)準(zhǔn)化理論體系，通過(guò)比較，文章選著了PMBOK理論作為株洲湘銀園林綠化工程公司項(xiàng)目管理標(biāo)準(zhǔn)化體系設(shè)計(jì)的依據(jù)；其次分析了株洲湘銀園林綠化工程公司項(xiàng)目管理的現(xiàn)狀和存在的問(wèn)題；接著在PMBOK的基礎(chǔ)上，為株洲湘銀園林綠化工程公司設(shè)計(jì)科學(xué)、合理、有效的項(xiàng)目管理標(biāo)準(zhǔn)化體系，標(biāo)準(zhǔn)化體系確定了公司項(xiàng)目管理項(xiàng)目前準(zhǔn)備階段、項(xiàng)目施工階段和項(xiàng)目收尾階段的具體工作，并且參照PMBOK理論的十大項(xiàng)目管理內(nèi)容，結(jié)合園林綠化行業(yè)以及公司自身的特點(diǎn)，對(duì)公司項(xiàng)目質(zhì)量管理、項(xiàng)目成本管理、項(xiàng)目施工管理、項(xiàng)目安全管理、項(xiàng)目合同管理、項(xiàng)目人力資源管理和項(xiàng)目綜合管理七大關(guān)鍵模塊進(jìn)行了規(guī)范；最后為了讓標(biāo)準(zhǔn)化體系在公司內(nèi)實(shí)施，文章從組織、人才吸引和發(fā)揮、資金、宣傳、制度和信息化六個(gè)方面提出了相應(yīng)的保障措施。
[Abstract]:With the development of construction industry and real estate industry, garden greening enterprises in our country have sprung up like bamboo shoots. The development of garden greening enterprises has made great contributions to the improvement of the living environment of residents. However, due to the late start, The project management level of the garden greening enterprises in our country has not kept up with each other. The management of most garden greening projects is mainly based on the experience management, and there is no systematic and scientific management system as the support. Due to the surge of market demand and the fierce competition in the market, this extensive management model can no longer meet the needs of further development of enterprises, so enterprises urgently need to establish a set of science and comprehensive, Effective project management system, strengthening project management, improving the competitiveness of enterprises, so that enterprises can in the new situation, This paper is to study the project management of Xiangyin Garden and Greening Engineering Company in Zhuzhou from the perspective of standardization, and establish a set of project management standardization system for it, hoping to solve the problems existing in the project management of the company. It also provides some references and suggestions for the project management of Chinese garden greening enterprises. This paper first expounds the meaning, content and function of project management standardization, and emphatically reviews five international common theory systems of project management standardization, which are PMBOKK ISO 10006NCSPN / PRINCE2ICB. This paper selects the PMBOK theory as the basis for the design of the project management standardization system of Xiangyin Garden and Greening Engineering Company of Zhuzhou. Secondly, it analyzes the present situation and existing problems of the project management of Xiangyin Landscape and Greening Engineering Company in Zhuzhou, and then on the basis of PMBOK, In order to design scientific, reasonable and effective project management standardization system for Zhuzhou Xiangyin Landscape and Greening Engineering Company, the standardization system determines the concrete work of the company's project management project preparation stage, project construction stage and project closing stage. And referring to the top ten project management contents of PMBOK theory, combining with the characteristics of landscaping industry and the company itself, the project quality management, the project cost management, the project construction management, the project safety management, the project contract management, the project quality management, the project cost management, the project safety management, the project contract management, The seven key modules of project human resource management and project integrated management are standardized. Finally, in order to make the standardization system implemented in the company, the article focuses on organization, talent attraction and exertion, capital and publicity, The system and informatization six aspects put forward the corresponding safeguard measures.
【學(xué)位授予單位】：湖南工業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：TU986.3

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